Previously Hi-Tech Product Management.
Everything that is ground breaking in IT, communications, hi-tech, digital and human rights.
Note: All opinions,thoughts,impressions are mine and are not to be construed in any way as being representative of my current employer.

Friday, September 21, 2007

...traditional hierarchical models will not be effective in a knowledge industry. Rather than focusing the whole business on delivering value in one way, as you might see in a textile mill, at Satyam value was being delivered in many different ways, depending on the services our clients needed. To cater to these differences, we created an organizational design that distributed leadership more uniformly. Ownership of results shifted to leaders who were closest to the relevant stakeholders, which could be their colleagues, investors, clients, or even society generally.

On Value Creation:

... recognition that value creation follows a similar structure irrespective of industry, type of function, or level within an organization. For that matter, philanthropic undertakings also reflect the same value-creating structure. In that sense it is analogous to fractals in science and mathematics. Not to get too esoteric; fractals are self-replicating constructs that become increasingly small, like the sections of a seashell or the buds in a stalk of broccoli. While they are similar, they are not necessarily identical. You can look at a business in the same way and try to find a pattern for value creation, an essential DNA that repeats itself in every area and at every level.

On Leadership:We consider ourselves in the business of building leaders. The most effective way of realizing our goals and objectives is to grow leaders faster than the competition. Taking a non-India-centric view in attracting leaders from all over the globe and growing existing leaders through focused leadership-development programs is paramount to our success.